Lead Time Reduction in Windmill Control Panelmanufacturing

ISSN (Online) : 2319 8753
ISSN (Print) : 2347 - 6710
International Journal of Innovative Research in Science, E ngineering and Technology

An ISO 3297: 2007 Certified Organization, Volume 3, Special Issue 1, February 2014
International Conference on Engineering Technology and Science-(ICETS14)

On 10th & 11th February Organized by
Department of CIVIL, CSE, ECE, EEE, MECHNICAL Engg. and S&H of Muthayammal College of Engineering, Rasipuram, Tamilnadu, India
Lead Time Reduction in Windmill Control Panel

Manufacturing
Vijaymohan P1, Aravindha balaji S2
PG Student, Department Of Mechanical Engineering, Sona College of Technology, Salem-5, India1
Assistant professor, Department Of Mechanical Engineering, Sona College of Technology, Salem-5, India 2
Abstract: solve the problem of waste, Lean Manufacturing has

The prime purpose is to reduce the lead several tools at taking a very similar approach to
time of windmill control panel manufacturing by other improvement methodologies.In this work to
implementing lean manufacturing by the use of lean solve the Assembly Line Balancing Problem (ALBP)
tools to achieve the takt time in electrical control with different labour skill level and workload
panel assembly line. The lean approach has been smoothing in the workstations of panel assembly lines
applied more frequently in automobile assembly in Electrical industry.
and machine tool building then in electrical control
panel manufacturing company. The lean system II. PROCESS DESCRIPTION
was developed with reduced non value added
activities so that greatly reduces the seven Mudas. In Electrical control panel manufacturing all
People work with a greater confidence, with greater the raw materials are collected from stores. From the
ease, and with greater peace than the typical stores material was send to production section for the
manufacturing facility. Value stream mapping and order quantity. The electrical panel mainly consists of
line balancing was the main tool used to identify the two types of work category. One is mechanical related
opportunities for various lean techniques. We work activities and electrical related work activities.
described a simulation model that was developed to
contrast the current and Future scenarios in STEP:1 Initially from the enclosure the
detail, in order to illustrate the potential benefits Control Side mounting plate was removed for control
such as reduced production lead-time and lower side wiring. Then the plates was drilled as per the
work-in-process inventory. Work instructions is drilling drawing and the Din rail and Cable duct was
displayed in all the assembly stations also improved fixed by using screws and rivets respectively. Din rail
the performance of the line workers. was used to fix the electrical components and cable
duct was used to arrange the cables in line. The plates
Key words: Line balance, Takt time, Line were cleaned by using solvents to remove impurities.
efficiency, Work instructions Then the Component identification labels are sticker
on the mounting plate.
I. INTRODUCTION
STEP: 2 Then components are mounted as per
Lean manufacturing is one of the initiatives
General Arrangement (GA) drawing. After the
that many major business units in the world have been
electrical component mounting, identification sticker
trying to adopt in order to remain competitive in
was fixed on the component.
globalization market. Lean manufacturing is based on
the Toyota Production System consists of STEP: 3 Next steps after component assembly
comprehensive set of techniques that, when combined the wiring between the components was done as per
and matured, will allow to reduce and then eliminate the Wiring Schedule (WS).Wiring Schedule is the
the seven wastes. This will make the system Leaner, reference document for the component wiring.
but subsequently more flexible and more responsive by
reducing waste. Lean is the set of tools that assist in The same process is repeated for the power
the identification and steady elimination of waste side also, the plates were cleaned. Two plates are
(MUDA), the improvement of quality, and production inserted in to the enclosures and mechanical assembly
time and cost reduction. The Japanese terms from was done and in between wiring was done.
Toyota are quite strongly represented in Lean. To
Copyright to IJIRSET www.ijirset.com 1191

ISSN (Print) : 2347 - 6710


relationship of an electrical panel assembly line. The

processing time each task is determined by time study.
Each workstation has involved either mechanical work
or electrical work each work time was found out.
The main objective is to
1) Re-balance and optimize the line of electrical panel

assembly.
2)Timings capture of the current process steps and

record them in a Line Balance stack chart (in this
instance, process steps were defined as either
Mechanical or Electrical tasks).
3)Draw the current state VSM
4)Break down work elements and identify as value-

adding and non-value adding.
5)Elimination of the non-value actions.
6)Balance the stack chart by moving some of the more

Fig.1 process flow basic tasks from one operator to the other.
Fig.1 shows the Process Flow in the control 7)Break the chart in to defined stages that can easily be
panel manufacturing process. After mechanical taught and followed.
assembly of plates electrical assembly was done. Then
the panel got inspected based on respective control and 8)Train the operators in the new process, measure
power side GA drawing and Wiring Schedule. Then several runs to check if balanced and make any final
the panel sends for testing, once the testing was over adjustments to ensure process is repeatable and
the panel send for packing. sustainable.
III. PROBLLEM DEFINITION 9)Employee and Line Management training on

principals of Line Balance & Standard Work.
This work deal with improve traditional
electrical assembly line into balanced assembly lineto
achieve the takt time by lean implementation. The
XYZ Co. is a leading manufacturer of Control Panels
exclusively for wind turbines. The company
manufacturers control panel of different varieties. The
end product (Control Panel) is and assembled one with
number of electrical components. In an electrical panel
manufacturing industry in global market tries the best
to finish the assembly work soon to increase on-time
delivery and to increase machine/labour utilization to
reduce the production cost. The design changes in the
panel design according to the countries, so that
assembly line balancing is therefore a critical issue for
the efficiency and competitiveness. ALBP in electrical
panel assembly assigns different tasks to an ordered
set of work stations and ensures that precedence
constraints are satisfied while the given performance
measure is optimized.Fig.1. shows the precedence
ISSN (Print) : 2347 - 6710


Fig 3 Methodology
There are four types of panel are manufactured in that

Fig 2 Current State VSM (CSVSM) industry. In first step the product family of control
panel type was identified. Then the various
The objective of this work is to achieve the
manufacturing process steps was identified. Based on
takt time of 2.33hrs in 7hrs shift and also reduce the
the sequence of manufacturing process Current State
total lead time 29:22:09hours. The effective
Value Stream Mapping was drawn.
implementation of lean principles in the existing
industry condition the lead time can be reduced After the identification of the process the time study
considerably. was conducted by using stop watch and video study.
By doing time study the following points are
IV. PROJECT METHODLOGY
identified:
The present methodology is shown in Fig.3 which 1) Then the output of time study is used to Defining
involves the following steps. the Customers demand
2) Observation in the shop floor to identify the basic

production processes
3) Defining the data to be collected
4) Collecting and mapping the data
5) Determining the value added and non-value added

activities.
6) Identify the Bottle Neck operation
7) Mapping the information flow

ISSN (Print) : 2347 - 6710


By applying 5S principles working environment 5.2 EXISTING IMBALANCE IN CONTROL PLATE

improvements such as fast retrieval of items, improved WIRING
worker involvement, better housekeep ping, waste
reductions, safer storage of materials and better safety Table-2 shows the process involved in the control plate
standards can be achieved. wiring side, from that we understand that wiring and
component mounting takes more time.
By applying work balancing to the processes,
bottleneck processes can be eliminated and takt time of Table-2 Electrical work- Control side
the product can be achieved.
Then the non value added (NVA) activity present in

the process are identified and eliminate by
implemented with suitable lean principles to make the
same process to have increased value.
V. IMPLEMENTTAION
5.1 SELECTION OF SECTION
It is clear from the current state value stream map that

some processes have cycle time greater than the takt
time. So the industry is not able to meet its daily
demands. So work balancing is done to bring the cycle
time of such processes under the takt time. The cycle
time for various processes in control panel assembly is
shown in the table.1.
Table-1 Control Panel Assembly Before

implementation
Fig-4 Electrical work- Control side
The balance delay is calculated as follows,
Balance delay =
Where,n specifies number of processes;M specifies

the maximum of cycle time of all the processes (in
seconds);W specifies total work content time.
From the Table-1 it is evident that the process times of Now considering the number of process is 6 ,
component mounting and wiring (Electrical Work) in Maximum of cycle time of all the processes, M=
control side and power side is the main cause in more 04:43:50hrs=17030sec and Total work content time =
lead time So that these processes are divided into small 09:15:00 hrs=33,300sec. Balance delay before work
elemental work. balancing is calculated as 67.41%.
From the table.1 it is evident that the bottle neck 5.3 EXISTING IMBALANCE IN POWER PLATE
operation is the electrical work in control side and WIRING
power side.
The cycle time various processes in power plate wiring
The cycle time of the control panel assembly electrical are studied. Table-3 shows the process involved in the
work process consists of value added and non-value power plate wiring side, from that we understand that
added activities as indicated in Table 1. wiring and component mounting takes more time.
ISSN (Print) : 2347 - 6710


Table-3 Electrical work- Power side 5.4 WORK BALANCING OF CONTROL PLATE
WIRING
The work balance shall be achieved in this case by

splitting the wiring schedule into three different
activities. This can be achieved by splitting the wiring
schedule based on the wire specification.ie based on
the wire size and colour the wiring schedule was split
in to three.
Controlside-1(SIZE/COLOUR)
1/BU,1.5/BU,1.5/WHBU. = Total 166 Wires
Controlside-2
1.5/RD,1.5/YE,1.5/BK,1.5/WHRD,1.5/YEGN,2.5/BK.
=Total 163 Wires
Controlside-3
1/BU,1.5/BU,1.5/WHBU. =Total 87 Wires
Splitting the wiring schedule in to three stations brings

Fig-6 Electrical work- Power side the cycle time below the takt time of 2.33hours. So, the
hindrance in achieving the takt time is removed. The
In this case considering the number of processes, n=5; table 3 shows the various activities in control panel
Maximum of cycle time of all the processes, M= 15230 assembly process after work balancing.
seconds and the total work content time is = 36705
seconds. Therefore, Balance delay before work Table-3 Process in Control Plate wiring After
balancing in power plate electrical work side is 57.19 Balancing
%
5.4 CAUSE AND EFFECT DIAGRAM FOR HIGH

CYCLE TIME FOR WIRING
In control plate and power plate wiring takes more

time, once if we draw the cause and effect diagram for
high lead time we can find a solution. The possible
causes for high cycle time in power plate wiring
process are found using the cause and effect diagram.
Fig.7 shows possible causes.
Fig-7 Control Side Process split up after

implementation
Now, The balance delay after balancing is calculated

as follows, Number of processes, n=5; Maximum of
cycle time of all the processes, M= 2:03:40hrs=7420
seconds and Total work content time =
08:05:06hrs=29106 seconds. And the Balance delay
Fig.7 Cause and Effect diagram for high cycle time after work balancing is found out that 21.5%
ISSN (Print) : 2347 - 6710


Reduction in balance delay after work balancing = The balance delay after balancing is calculated as
67.41% - 21.5% = 45.91% follows; Number of processes, n=5;Maximum of cycle
time of all the processes, M= 10134 seconds and total
5.5 WORK BALANCING OF POWER PLATE work content time = 36705 seconds. And the balance
WIRING delay after work balancing is found out that 27.56%
The work balance shall be achieved in this case by Reduction in balance delay after work balancing =
splitting the wiring schedule into three different 57.19% - 27.56% = 29.63%
activities. This can be achieved by splitting the wiring
schedule based on the wire specification.ie based on 5.6 FUTURE STATE VALUE STREAM MAP
the wire size and colour the wiring schedule was split
in to three. The future state value stream map is drawn after
implementing the lean tools as discussed. The results
Power side-1(SIZE/COLOUR) obtained from this map shows reduction in non-value
1/BU,1.5/BU,1.5/WHRD,1.5/WHBU,1.5/YEGN, added activities. Fig.9 shows the future state value
6/YEGN. = Total 137 Wires stream map for full assembly line, motor assembly line
and rotor assembly line respectively.
Powerside-2contains
1.5/YE,1.5/BK,1.5/RD,2.5/YE,2.5/WH,2.5/BK,6/WH The future value stream map has as its main aim, the
BU,6/BU,6/BK.=Total 99 Wires identification of improvements to the value stream that
will lead to a shorter lead time. In lean thinking this
Power side -3 contains 10/BK =Total 9 Wires is the time taken from the raw materials being brought
into the business, until the time they leave the facility
Splitting the wiring schedule in to three stations brings destined for the customer.
the cycle time below the takt time of 2.33hours. So, the
hindrance in achieving the takt time is removed. The Key to the development of a future value stream map
Table 4 shows the various activities in control panel are the following sections, thus enabling an efficient
assembly process after work balancing. and effective map is created:
Table 4 Process after work balancing
Fig-8 shows the time spilit up in the power plate

wiring.
Fig.9 Future State Map
Fig-8 Power Side Process split up after implementation

ISSN (Print) : 2347 - 6710


5.7 CALCULATION OF LEAD TIME AND VALUE 5.8 STANDARDIZE WORK PRACTICE
ADDED RATIO
Standard work instructions are used to maintain and
improve productivity, quality and safety. They provide
a documented process sequence to perform work with
the most efficient method in the designated takt (cycle)
time. Used as part of lean and kaizen initiatives they
can highlight opportunities to make improvements in
working procedures to reduce non value adding work
content.
Value added ratio = Value added time / lead time 5.9 WORKING
Therefore, Value added ratio after improvement = As improvements are implemented it is critical that
3738 / 4474 = .835 so that 83.5% standard work instructions are promptly updated to
reflect the changes doing this manually is a major
5.8 MODIFICATION OF THE LAYOUT challenge for those tasked with keeping working
instructions up to date.
The flow patterns arrange the process steps in a natural
flow order, link process steps to minimize cycle time Standardized Work Instructions are an important part
and travel distance, eliminate crossover points, and of Deming and lean manufacturing management
simulate a continuous flow process by putting internal systems. Processes are need to be standardized and
customers and suppliers next to each other. continually improved (kaizen). Without a documented
standard process variation normally increases over
A straight-through (or an I-shape flow) is often the best time as processes drift away from the desired standard.
flow pattern for long control panel assembly lines. As new ideas for improved are proposed those changes
can be tested using PDCA and adopted if successful.
The current layout suffers from motion and
transportation wastes. So this layout is modified to The key is not having a document that says "this is
remove these wastes.The modified layout shown in fig. what the standard is," the key is having a document
10 is of I-Shape, enabling easy material handling and that is actually used. It is essential that the work
less transportation. instructions are easy to use (visible, obvious and as
simple as possible) and easy to update (to avoid the
common problem of the process changing and the
work instructions losing touch with what is actually
done).
6.0 5S IMPLEMENTATIONS
The following steps are used for successful 5S
implementation:
1. Choose a department to start with. As 5 S will use

resources, you should begin somewhere where the
payback time is shortest. Do it right so that you have a
good example to set for the next. Duplicate. Replicate.
2. Conduct 5S training workshops. In a production

plant, the training involves all production personnel,
maintenance, managers and staff.
Fig-10 Modified Lay out
3. Treat seiri (sort/organization) as a waste reduction
activity. The goal is to release time for housekeeping
and to make housekeeping as easy as possible..

ISSN (Print) : 2347 - 6710


4. Seiton is setting everything in order. Seiton focuses Table -6.1 Cycle time after Implementation
on arranging/fixing everything starting from the easiest
and most efficient access.
5. Seiso means shiny clean. Cleanliness is crucial for

the acceptance of 5S. There are two goals with seiso:
the first is to agree on what cleaning standard you
mutually think is right.
6. Seiketsu means standardized cleanup. If you fail

here, all other steps are worthless. When you come to
seiketsu, you will be happy if you have a good
7. Shitsuke is discipline and discipline should be

sustained. Discipline is what will change the future.
The goal is to have met the takt time and this is

accomplished as the Fig. 6.1, indicate.
Fig.11 After 5S implementation
VI. RESULTS AND DISCUSSIONS
6.1 PARAMETERS COMPARISON

Control plate assembly and power plate
assembly was two parallel activities. In that power
plate takes more time to assembly compare to control
plate so that power plate time taken in to calculation,
then Total lead time to manufacture a control panel
after lean implementation is =25:12:09 hours.
The Table 6.1 and Figures 6.1 below show the
results of the improvements. Visual Management tools Fig-6.1 Line Balancing After Implementation
were added to reduce complexity and improve
consistency of units produced. Standard operating
procedures and training were done for all operators.
Point-of-use tooling and shadow boards were
implemented. Some steps in each process were no
longer required as former paradigms and rules. Error-
proof jig to prevent defects and rework was
implemented. 5S event held with key stakeholders.
There were gains and the success was to the
point where there was so much excess capacity that all
the activities could now be completed in twenty
processes.

ISSN (Print) : 2347 - 6710


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ISSN (Online) : 2319 8753

ISSN (Print) : 2347 - 6710

International Journal of Innovative Research in Science, E ngineering and Technology

International Conference on Engineering Technology and Science-(ICETS14)